decision making -...
TRANSCRIPT
Decision Making
What is a Decision?
a choice from among available alternatives
The Process of Decision Making
Much of a supervisor’s job is making decisions that
cover all of the functions of management.
In many cases, supervisors make decisions without
giving any thought to the process of deciding.
Even though making many decisions seems to be
automatic, supervisors can improve the way they
make them by understanding how the decision-
making process works in theory and in practice.
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The Rational Model of Decision Making
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Guidelines for Decision Making
Consider the consequences
Respond quickly in a crisis
Inform the manager
Be decisive yet flexible
Avoid decision-making traps
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Decision-Making Traps
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Human Compromises
Simplicity
Bounded rationality
Subjective rationality
Rationalization
Personal perspective
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Human Compromises
Bounded rationality
Choosing an alternative that meets minimum standards
of acceptability
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Figure 9.3 The Process of Bounded Rationality
Human Compromises
Recency syndrome
tendency to remember more easily those events that
have occurred recently
Stereotyping
rigid opinions about categories of people
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Group Decision Making
Advantages
Group members can contribute more ideas for alternatives
than an individual could think of alone.
People who are involved in coming up with a solution are
more likely to support the implementation of that solution.
Disadvantages
An individual can usually settle on a decision faster than a
group.
There is a cost to the organization when employees spend
their time in meetings instead of producing or selling.
Groups sometimes fall victim to groupthink.
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Group Decision Making
Groupthink
the failure to think independently and realistically that
results when group members prefer to enjoy
consensus and closeness
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Symptoms of Groupthink
An illusion of being invulnerable
Defending the group’s position against any objections
A view that the group is clearly moral-”the good guys”
Stereotyped views of opponents
Pressure against group members who disagree
Self-censorship-not speaking up
An illusion that everyone agrees-because no one
speaks up
Self-appointed “mindguards”-pressure others to “just go
along.”
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Using Group Decision Making
Encouraging participation
A main benefit of group decision making is the variety
of opinions and expertise available.
Supervisors should:
Avoid monopolizing the conversation.
Focus on hearing participant’s opinions.
Notice when participants are quiet and ask their opinion.
React positively when people contribute ideas.
Brainstorming-generating ideas.
Hearing other people’s ideas often stimulates the
thinking of group members.
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The Brainstorming Process
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Creativity
Creative thinking can lead to
excellent solutions.
When a problem seems unsolvable,
the supervisor needs creativity to
find a fresh approach.
Thinking more creatively
A fundamental way to become more
creative is to be open to your own
ideas.
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Creativity
The ability to
bring about
something
imaginative or
new.
Five Steps for
Generating Creative Ideas
1. Gather the raw materials by learning about
the problem and developing your general
knowledge.
2. Work over those materials in your mind.
3. Incubate; let your unconscious mind do the
work.
4. Identify an idea-don’t ignore something
when it pops into your head.
5. Shape and develop the idea to make it
practical. Ask for constructive criticism. McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved. 9-15
Creativity-Enhancing Suggestions
See beyond the obvious.
Don’t take “No” for an answer.
Persist despite failure.
Make your own opportunities.
Find new uses for people and things and new ways
of doing things.
Stretch your creative skills.
Read biographies of creative people.
Start a file of “crazy” ideas.
Have fun! McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved. 9-16
Establishing and Maintaining a
Creative Work Climate
A supervisor should show that he or she values creativity.
When employees offer suggestions, a supervisor should listen attentively and look for the positive aspects of the suggestions.
A supervisor should attempt to implement employees’ ideas and should give them credit.
When ideas fail, a supervisor should acknowledge that failure is a sign that people are trying.
A supervisor should help employees see what can be learned from the failure.
The Pixar example: Creativity Brings Cash McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved. 9-17
Overcoming Barriers to Creativity
Accept that failures by employees will occur.
If an idea fails, a supervisor should
acknowledge the problem and not try to pass
blame on to someone else.
Allow time for creative thinking.
Avoid isolation.
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